"Always me". In essence, he does not like such statements from his own employees at all. But if he finds himself in that role, that's different, of course.
"Always me," he thinks as the chairman proposes to hire Hannes to look for further cost savings opportunities Company to search. The colleagues of the management agree with the proposal. The only dissenting vote, that of Hannes, does not seem to compensate for the democratic imbalance. At the unspoken agenda item "Distributing work", colleagues become competitors - regardless of which hierarchical level.
Hannes can only lose
Hannes is aware that "internally saving" is a demanding topic. He can only lose. If he finds too few measures, the CEO creeps up the feeling that he has bet on the wrong idea horse. If he finds enough and effective measures, he dislikes anyone who applies these measures.
These are not a few given the current financial situation of his company. It has been unpleasant for a long time. After hard, drastic but profitable savings actions such as optimizing production, cutting down on staff, pushing costs of suppliers, the big chunks are already slimmed down. There is nothing left where significant amounts can be optimized. Nevertheless, the company's financial headwind remains acute. Hannes is brooding. "Where can we save without it hurts?" That's exactly what key to his personal success in this project, it thrills him. Clear savings without losing one's time with the workforce or with colleagues at management level.
Hannes copies the system from the birds
Hannes depends on his thoughts and sees a bird in the courtyard of the company premises - a real one. "Exactly - the bird is my role model". This gets his small grains in many places, nowhere they are missing, yet the bird is full.
"Small cattle are also crap," remembers Hannes to the theorem from his leadership training. In the current context of his company, he finds a literal application. Equipped with the smartphone camera, Hannes makes his way through his office routine, through the aisles, into the company cafeteria and everywhere he finds "Sparkörner".
Hannes calculates the details
About the coffee machine. When the coffee is catapulted into the cups with a little more pressure, similar to the refueling process in the formula 1, we save time. Hannes notes: with 2000 daily coffee consumption and a saved second per issue, this results in 2000 seconds per day, 440'000 seconds per year, or 122 man hours. Almost a month's pay.
If two additional coffee cups are filled at the same time, it will take two months. Hannes walks attentively through the corridors. The toilets. A too popular place to stay, which we have to make unattractive. Faster rinses, set the timer on the hand dryer a second shorter, slightly dim the automatic lighting and shorten the time span: "This is potential of certainly another month per year".
Hannes gets creative
Proudly, to have found measures that do not hurt anyone and still poured, Hannes becomes even more creative.
Speed up the elevator, omit the acknowledging beep from the Electronic Work Time Control because people are stopping there too long anyway, and of course faster computer mice. The catalog is growing and Hannes converts the saved seconds neatly into saved person-days.
The triumph seems certain
If one now concludes with the baker of the break-buns, that he uses two percent more free air in the flour and bakes the cakes two percent cheaper, Hannes's action catalog reaches almost strategic proportions.
His triumph at the next management meeting seems certain to him. With a confident smile and satisfied about his own cleverness, he begins to prepare his presentation.
To argue well, Hannes outweighs the savings on what his research and the effort such as "negotiate with the baker", "reinstall the high-compressor coffee machine pump" cost. Hannes is astonished at the number, which is quite high. "But who wants to achieve something, must also invest".
Nevertheless, the saved time minus the calculated effort results in a total of 381'741 seconds per year. Pretty much 100 hours. For a workforce of 2000 people, the proud 0,26 makes a percent. "Well ... maybe you can save a bit on the planning work by not putting the words in the presentation all the way.
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